Change

Photo Credit: Alex Maxwell 2016

Managing organisational change

Managing organisational change takes great skill. Throughline helps leaders and project managers find better ways to design, lead and communicate about workplace change.

Facing the market turbulence, financial pressures and customer pains that impel change may be overwhelming or just plain uncomfortable. Clarity about the realistic impacts of change in different areas of the organisation or business, new communication skills, new team skills, conversations that build genuine allies mean you navigate change better.

Don’t simply ‘Start with the Why’

A popular meme is “start with the why”. When you do this in a complex organisation, you risk unleashing a lot of dissatisfaction. Because the “why” of an individual may converge very little with the purpose of the organisation, its pressing need to respond to wider-world changes. Rather than start simply with “the why” Throughline recommends a different approach.

When it comes to large-scale change, it’s helpful to distinguish the “what” of the desired new state, from the “how” of the change process. And then, having distinguished the two, to ensure that the logic that connects WHAT and HOW is sound, credible and well-communicated.

Cross-disciplinary change management consultants

When coaching leaders, training middle managers and creating train-the-trainer guides to reach front-line staff, Throughline keeps a clear line of sight on the change strategy. We have the expertise to co-create it with you. This means that Learning & Development initiatives are more seamless. The change story actually makes sense. People can learn about the new direction while developing or deepening meaningful skills, like problem-solving, teaming and commercial storytelling.

Anticipatory culture in companies

How can companies succeed in a turbulent age? Two crucial capabilities ground success: how well teams anticipate emergent changes in the wider world; and whether leaders allow themselves to be aware of and curious about possibilities on the horizon. Will leaders act to explore weak signals in time to plan proactively? Throughline is committed to helping companies developing better capabilities in anticipation. Our network includes coaches, innovation process trainers and content curators to help your people awaken and extend their anticipatory mindset.

Throughline’s founder Dr Kate Hammer is co-founder of KILN, Makers of IdeaKeg. IdeaKeg is a three-dimensional “trends magazine” that company teams use to expose themselves to trends and shifts in adjacent and unrelated industries and locations. Why bother? Because insights from outside your domain can often help you quickly rethink your assumptions and awaken curiosities that can lead a company to innovate ahead of devastating or disruptive shifts.